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Primal Leadership

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by

Rage Callao

on 16 October 2012

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Transcript of Primal Leadership

Chapter 1 Chapter 2 Chapter 11 The Motivation
to Change Reality and the Ideal Vision Daniel Goleman Annie McKee Primal Leadership Resonant
Leadership The Dissonant Styles Metamorphosis The Emotional
Reality of Teams Creating
Sustainable Change PART 1 PART 2 PART 3 Chapter 3 Chapter 5 The Neuroanatomy
of Leadership Chapter 4 The Leadership Repertoire Becoming a
Resonant Leader Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 10 PRIMAL Richard Boyatzis Leadership Visionary Coaching Affiliative Democratic Pacesetting Commanding Strongly Positive Shared dreams
New vision Highly Positive Build capability
Connect to organization's goals Positive Connect to others
Heal rifts, strengthen connections Positive Build buy-in and consensus
Value inputs Highly negative High-quality results
Challenging goals Highly negative In a crisis
Soothes fear Making
Leaders Building
EI
Organizations The
Power
of EI Appendix: articulate a vision of where to going but not how to get there classic mode of leadership taught in schools the MOST effective! results in inspired work transparency: removing barriers or smokescreens transformational leaders does not work with team of experts/more experienced deep conversations focus on personal development establish rapport and trust keep people motivated good at delegating tolerate short-term failure motivated employees micromanaging if poorly done belief in people's potentials openly sharing emotions value people and their feelings less emphasis on work and tasks create harmony repair broken trust all-weather resonance builder collaborative competence connective tissue between people should NOT be used alone! constituents decide collectively turn to more seasoned colleagues for advice exasperating meetings elusive consensus more meetings not for times of crisis true collaborators superb listeners expect excellence and exemplify it entrepreneurial phase highly competent, motivated team pacesetter's dilemna = more pressure more anxiety refuse to delegate real power micromanage lacks empathy lacks self-awareness lacks emotional self-management star technie Peter Principle Genghis Khan coercive leaders manage by threat or intimidation least effective focus on what people did wrong command-and-control hierarchies military model urgent turnaround genuine emergency emotional tone deaf The SOB Paradox
* mean-spirited yet effective? FALSE
- not true leaders
- ego-driven narcissists
- drives away talent
- people quit Terry Salabit Tess Posadas Christine Reyes Rage Callao Rage Callao Fr. Ding Coronel Al Singayan Richmond Fajardo Fr. Ding Coronel Robin Almario Joji Carlos
Full transcript